Management
Management is vital for any organisations regardless of the size and the types of the organisations. In general, management is defined as “the application of planning, organizing, staffing, directing, and controlling functions in the most efficient manner possible to accomplish meaningful organizational objectives.” (John M. Ivancevish and Thomas N. Duening, 2007)
Fayolism
Henri Fayol, a French mining engineer and director of mines in the 1880s, came up a management idea known as Fayolism. Fayol identified managerial activities as “concerned with drawing up the broad plan of operations of the business, with assembling personnel, co-ordinating and harmonising effort and activity” (Fayol, 1949) . Fayol emphasizes the important on
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First of all, they criticise that Fayol’s theory is too formal to the extent of it can hardly be applied to informal organisations. His theory is too rigid and it will only shows its effectiveness in formal organisation structure.
Secondly, his Functional Theory too management oriented and often neglect the wellbeing of the workers. Workers often treated as a mechanical tools which their only concern is how to follow orders. Many modern management views have criticised on this point as they pin-point that workers are humans and they do require freedom to take part in decision making. It will be impossible to control workers’ movements entirely.
Other than that, modern management view too criticise that Functional Theory is only effective during the time of stable and predictable environment. In today’s chaotic environment, managers have to consider democracy as one of the management element. Managers have to be more careful on human behaviour and when necessary provides motivations and persuasion in order to get the work
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Both Mintzberg and Fayol agrees that every objectives start with planning. Fayol’s planning function is undeniable as it is common thing all managers have to do beforehand to build a successful path. Out of ten roles that Mintzberg stated, there is 5 roles which have the similar meaning with Fayol’s planning function.
Besides, in his “folklore” article, Mintzberg mentioned that every managers have to spend a huge amount of time to deal with high pressure of disturbance. (Mintzberg, 1975) For instances, most of the time mangers do not only focus on his personal paperworks but he also need to deal with unexpected phone calls and sometimes he also need to deal with subordinates who walk into his room for discussion. Hence, managers have the obligation to act as disturbance handler. However, Mintzberg’s statements sounds kind of similar to what Fayol’s control and coordination function.
Other than that, Mintzberg also cannot fully deny the existence of organising function in management. Most theorists have acknowledged the importance of organising and defined it as a crucial element when come to managing an organisation. Among the 10 roles of Mintzberg’s suggestions, Leader and Resource Allocator are the most solid evidences that Mintzberg also agreed Fayol’s organising
Henir Fayol a French industrialist defined management as consisting of five main activities, planning, organising, commanding, coordinating and controlling. Planning includes defining goals, establishing strategy, and developing plans to coordinate activities. Organising includes determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Commanding is telling people what should be done. Coordinating involves determining the timing and sequencing of activities so that they work together properly, allocating the appropriate proportions of resources, times and priority, and adapting means to ends. Controlling is the process of monitoring performance, comparing it with goals, and correcting and significant deviations.
PPA 660: Organization theory presented me an understanding of why organizations behave in a specific manner as well as why the individuals in those organization behave as they do. While some of the topics discussed in class seemed rudimentary at the time of lecture, such as Fayol’s principles of management and Gulick’s POSDCORB, ultimately I came to realize that this is only because these are the practices I am accustomed to observing. In hindsight, the concepts and ideas presented by Fayol and Gulick in their era were groundbreaking. At the end of the course, I was able to take away concepts of organizational culture, leadership, power, authority, motivation, group behavior and decision-making. The following are specific areas of organizational theory that I consider as my strengths of the topics discussed however, they do not represent my entire understanding of the subject matter.
Boje, D. M. , Luhman, J. T. , and Cunliffe, A. L. “ A Dialectic Perspective on the Organization
Rodrigues, C. (2001), “Fayol’s 14 Principles of Management then and now: a framework for managing today’s organisations effectively”, Monclair State University, New Jersey.
Our first pioneer was Henry Fayol. Fayol was one of the pioneers who were accountable for constructing the modern management theory. Before Fayol created his principle his company who was currently was facing difficulty and with the experiences he had and the principles he created he was able to turn the mining company around. “Henri Fayol 's "14 Principles of Management" have been a significant influence on modern management theory. His practical lists of principles helped early 20th century managers learn how to organize and interact with their employees in a productive way” (Henry Fayol Principles of
“Controlling: monitors progress and implements necessary changes where needed. Monitoring is an essential aspect of control” (Bateman & Snell, 2004, p. 18).
Nowadays, management has become an important part of the society. The role of management is to assist the organisation to make the best use of its resource to achieve its goal. Base on the aim of management, one of the theorists Henri Fayol proposed the four necessary management functions: planning, organisation, leading, controlling are the tools managers use to achieve these goals. (Jones 2006) This essay is going to describe and discuss these functions.
This essay explores the work of a modern manager and further analyses it to understand its relevance with Fayol’s managerial functions. The significance of the economic and technological conditions in the organisation’s general environment upon his work is also subsequently discussed. On top of that, a comprehensive evaluation and comparison between various school of thoughts on the discussed topics will also be presented, fully supported with evidence.A manager is defined as someone who coordinates and overlooks the work of other people so that organisational goals can be accomplished (Robbins, Bergman, Stagg, and Coulter ,2012). Due to the consistently evolving nature of the economy, a clear guideline for a manager’s work ceases to exist. Each manager performs different tasks according to their work. Nevertheless, modern management practice generally revolves around the paradigm of Henry Fayol’s key managerial functions of planning, organizing, leading and controlling despite experiencing various trajectories throughout the years. This notion is supported by Carroll and Gillen (1987), who affirmed that classical functions still represent the most useful way of conceptualizing the manager’s job.
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager’s face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
In the early 1900’s, some of the first ideas were thrown together to allow an organization to flourish in the upcoming modern era. The first theories were known as scientific and classical management, which focused on three separate theories from Frederick Taylor, Henri Fayol, and Max Weber. The three theories have similar ideology in the fact that organization is driven by management authority, employees only source of motivation is money, and organizations are machinelike with employees making up the parts of the machine (Papa, Daniels, & Spiker, 2008). In the Prophecy Fulfilled case study, Mary Ann (senior auditor) takes on a management role with subordinates similar to that of Weber’s Bureaucratic Theory (Daniels 1987, pp. 77-78).
Over 50 years ago, English-speaking managers were directly introduced to Henry Fayol’s theory in management. His treatise, General and Industrial Management (1949), has had a great effect on managers and the practice of management around the world. However, 24 years after the English translation of Fayol, Henri Mintzberg in the Nature of Managerial Work (1973) developed another theory and stated that Fayol’s work was just “folklores”.
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2011). Classics of organization theory. Boston, MA:
Henri Fayol was the first to systematize the Classical Organizational theory in fourteen principles of management. Fayol’s fourteen principles were: division of labor, authority, unity of command, unity of direction, subordination of individual interest, remuneration, centralization, the hierarchy, order, equity, stability of staff, initiative, and esperit de corps. The principles were very top down oriented and lead to a subordinate system where there is no autonomy and no sense of self. The principles promoted everyone give everything for the company that they work for while having no ability to self promote or improve ones’
Through the interview, it is proven that Fayol’s four functions; Mintzberg’s managerial roles and Katz’s idea of management skills are essential to be part of the manager consideration when making a decision because these theories are able to assist in organisation’s progress. Tracy (2014), suggested “The true measure of the value of any business leader and manager is performance” and this could be reflected in Manager X as he has proven that organisation performance is top priority for him. To make a conclusion on this topic of discussion, a manager duty is to function as a leader of an organisation, a negotiator with the clients, a motivator to the team and the coordinator of the whole organisation’s progress.
Classical management theories which are based on the contributions made by scholars like Henri Fayol, Fredrick Taylor and Max Weber, are often viewed as highly structured, hierarchical, emphasis on strict division of labour and centralisation of power (Miller, 2012),. Although these theories have taken inspiration from post industrial revolution, and were mostly prevalent in the early twentieth century, we can still see trace...